Please provide a 200 word peer review of the answers written by each of the two students below. Provide references in APA.
.The Competing Values Framework identifies two major roles of managers in the “boundary spanning” quadrant – innovator and broker. Considering these two roles:
Identify strategies from the CVF that correspond specifically with the strategies in the Transformational Leadership model.
The leaders in all the organizations highlighted in the stories of transformational leadership have multiple roles as identified in chapter 3 as a “jack of all trades” Burghardt & Tolliver, (2009). We see all the leaders working in a variety of settings; however, they all seem to also have qualities in other quadrants. They have visions in the “Create quadrant” for the programs to help individuals and hold regular meetings “collaborate” amongst the administration to ensure the agencies keep their “fixed point” Cameron, Quinn, Degraff, & Thakor, (2014).
Discuss how the strategies from each of these models would work together to best address the current situation.
Being an administrator who is responsible for a new drop in center it is important to be both an innovator and a broker. (Cameron,et.al. 2014) Being able to effectively handle discontinuity, change, and risk (p. 36). Being responsible for grant money to start a program as indicated in the case study. One would need to not only have the vision but be able to collaborate effectively with community members and staff to answer questions or concerns, helping to ensure success.
What skills do you believe administrators need to employ these strategies and why?
Administrators need to be good communicators who can listen and be objective to other ideas or criticisms. As the community toolbox describes the importance of getting feedback of your vision, being able to communicate and develop the details and being a broker who can help others take ownership of the vision (Community Tool Box, 2019). If you are not able to get the community members to buy into your vision the program will not likely succeed. You need community members to utilize your program for the funding to continue.
2.Boundary spanning calls for working in the external environment on behalf of your mission. Please share your thoughts by considering the following:
Based on what you know from this case study, and the module readings, what strategies from the CVF and Transformational Leadership model would you use to leverage the support of potential allies?
According to the Community Tool Box, (2019) “Relationships are the building blocks for all community organizing activities.” I would work on building relationships in the community, putting input from all into consideration to ensure people felt heard and supported.
Who are the potential allies and how do you think they would be helpful to your cause?
First, I would elicit members and staff from the Youth United to help support the project moving forward. They have been operating for 10 years and would be credible to the needs and benefits of the center. I would then elicit potential consumers of the facility to help advocate the need for the center and the location.
For each of these potential allies, identify what assets they bring to your cause and what you will ask them to do to help AND what are the potential areas of opposition you might encounter with them and how could you overcome that challenge?
Assets the Youth United bring include running a center for 10 years that has community involvement and support. I would ask them to attend a community meeting to help answer questions and concerns. I would also conduct interviews to gather information from youth, residents and business’s in the community to assess the need, concerns and value the center could provide. If I was not able to gather supporting information, I would present based on the Youth United and police force information supporting the need.
3.Identifying potential opponents is equally important as knowing who your allies are. Please share your thoughts by considering the following:
Based on what you know from this case study and the module readings, who do you anticipate to be your opponents and what is the potential in finding a compromise with any of these opponents?
Based on the case study I would anticipate community members, law enforcement and business members being opponents, based on the study they have concerns about the location of the drop in center due to publicized arrests of youth in the area and the task force is no longer intact.
What Innovator or Broker skills would be best suited for this task?
According to the CVF; leaders in the create quadrant, articulate visions of the future and forward-thinking possibilities (Cameron, et.al., 2014). Collaboration and communication would be detrimental skills at this stage.
What strategies from the CVF and Transformational Leadership model would be best suited to use in working with these potential opponents and why?
As Burghart. & Tollover. (2010) suggest meeting the community where they are, working beside them like the New Settlement organization and being the type of leader as Jack Doyle, demonstrating his beliefs through daily engagement of small tasks of community building, not talk (p.247). This helps show opponents that you are vested and willing to do whatever it takes to help the community.
4.The Community Tool Box cites the need to have a thorough understanding of the issue you are advocating for – in this case why the drop-in center is needed, how this impacts your program and why the drop-in center should remain at its current location. Please share:
How you would argue for the location of the drop-in center and the type of research and data you would use to support your claims. This is an opportunity to “make your case”!
I would argue the location is a necessity to ensure community members can access it easily based on the location. Research that would have been done would have been a needs assessment from the community members located near the center and the ease of access if the location remains where it is. Looking into and having data to support a task group that was helpful in the past to alleviate some concerns community members have. Implementing safety procedure to include law enforcement and encouraging employees to engage as well.
What Innovator or Broker skills would be best suited for this task?
The skills best suited for this task would be create having the vision for the future and collaborate to ensure there was buy in from the community members. Ensuring open communication and reliability of the organization and staff.
What strategies from the CVF and Transformational Leadership model would you use in advocating and why?
As the Community Tool Box (2019), states it would be important to, “maintain a high standard of service, performance, and advocacy, to establish yourself as an effective organization.” Also making sure the community is aware of the reputation of staff members, and the organization. Making sure we can build trust and respect.
Burghardt, S. & Tolliver, W. (2010). Chapter 30: Building community in Stories of Transformative Leadership in the Human Services, Thousand Oaks, CA: Sage Publications, Inc., pp. 245 – 260.
Cameron, K. S., Quinn, R. E., Degraff, J. & Thakor, A. V. (2014). Chapter 3: The quadrants in the Competing Values Framework in Competing Values Leadership (2nd ed.), Northhampton, MA: Edward Elgar Publishing Limited, pp. 30–50.
Community Tool Box. (2019). Center for Community Health and Development. Retrieved from: https://ctb.ku.edu/en/table-of-contents/leadership/leadership-functions/develop-and-communicate-vision/main
- The Competing Values Framework identifies two major roles of managers in the “boundary spanning” quadrant – innovator and broker. Considering these two roles:
Both Cameron et al. (2014) and Burghardt & Tolliver (2010) discuss boundary spanning in different ways, but with some similarities. In fact, they relate to each other quite a bit, but Cameron et al. (2014) discusses them more in general business terms where as Burghardt & Tolliver (2010) discuss them more specific to social work practice. Using potential customers and engaging in relationship building are very similar; in both cases, the goal is to bring stakeholders into the conversation, get them involved, and get their input and hopefully their support. Letting employees determining what they want to do and creating spaces for common connection are also quite similar; by opening up space for people with similar passions and interests to come together, we are creating a space for connection to take place. And finally, knowing when to let go and conducting ongoing reflection are similar as they both are all about taking a look at your work and your progress and making realistic decisions about the appropriate amount of energy to put into something (Cameron et al., 2014; Burghardt & Tolliver, 2010).
For this case example, these strategies could be quite helpful. I think it could be important to invite the community members who are concerned to come in and learn about the program. It appears as though perhaps they do not understand what goes on in the drop-in center, so by inviting in the stakeholders and the community, it could completely re-shape the way they see the program and how it relates to the community. In doing so, they likely will find people both internally and externally who are passionate about this issue that could potentially re-form a task force. This could be helpful here to allow those who are passionate to gravitate toward the cause, rather than form the task force on their own with less-passionate individuals. Also, I think it is important as they go through the process to reflect along the way and know when to address valid concerns and when to side-step the invalid concerns; they cannot possibly address every concern every person has, so they need to ‘pick their battles’.
- Boundary spanning calls for working in the external environment on behalf of your mission. Please share your thoughts by considering the following:
As I discussed above, I think it is important here to hold a community forum to invite the individuals with concerns as well as supporters to come in, see the space, learn about the program, and bring up their concerns in a healthy, productive way. This would hopefully give them a feeling of involvement and build some new relationships with community members and stakeholders. I also think that, based on what they learn from the forum, it would be a good idea to re-create a task force with individuals who have come forward as passionate about the cause and presenting issues. These tactics would be helpful in leveraging support of potential allies.
I believe the potential allies here are mainly the individuals/groups with whom the center has already begun building a relationship, such as the other youth service providers, the health care programs, and law enforcement. The youth service providers would be helpful as they likely face similar concerns and may have some insights, they are already passionate about the work, and they likely refer youth there who need services which would potentially leave a gap in service for their own clients. I would ask these programs to come with any insights/ideas/knowledge they have in navigating these community concerns and some testimonials/success stories from youth who have been successful in the program to show the positive sides and the need. I don’t see much opposition coming from this potential ally. As for the health care programs, I think they would be an asset in that these types of programs typically have strong connections to both communities and businesses, so they may carry more weight than other allies. I would ask them to continue to be supportive of our program and be vocal about that support. There may be some opposition from them potentially no longer wanting to associate with a ‘problematic’ program; however, I would approach that by inviting them in to see all the good work going on to remind them this is one negative incident in a sea of successful youth stories. Finally, law enforcement could be a really strong ally here; the concerns seem to be mostly around public safety, so having law enforcement as a supporter could ease a lot of the community concerns. I would ask law enforcement to help craft security/public safety plans to ensure we can keep the center running to keep serving the youth, but also keep the community as safe as possible. They may have some opposition as they are inevitably involved in the arrest that occurred and therefore may feel as though they have a conflict of interest or may side with the community concerns. I would address this concern by talking with them about the violence reduction program and how we are actively working on this issue as well, and that we’d rather be a partner on the issue than work separately.
- Identifying potential opponents is equally important as knowing who your allies are. Please share your thoughts by considering the following:
I believe that the opponents here would be the local residents and business owners. They seem to be the most concerned and the most vocal about the issue. I think there is potential to find a compromise with them; I think by inviting them in and ensuring they are heard, they will likely feel better from that alone. Offering at least one opponent a place on the task force to ensure they are heard in a more structured way as well could be helpful. Finally, I think by engaging in partners they view as credible, such as law enforcement, we could find some middle ground.
In order to accomplish this task, a person would need innovator/broker skills such as to be able to create, innovate, and envision the future; be able to handle change and risk well; and the ability to transform to meet a new challenge. The strategies from the CVF and Transformational Leadership model that would be best suited to work with the potential opponents would be engaging in relationship building and creating spaces for common connection (Burghardt & Tolliver, 2010). As discussed above, bringing people into the space to both relationship build and give them space to connect to one another and the work of serving youth can be transformational and totally change the conversation or at least bring on a few more allies and allow people to feel heard.
- The Community Tool Box cites the need to have a thorough understanding of the issue you are advocating for – in this case why the drop-in center is needed, how this impacts your program and why the drop-in center should remain at its current location. Please share:
First, we would need to present information about the overall violence occurring in the community connected with youth. The law enforcement and/or other youth service provider partners would be helpful in collecting this information. I think it would also be helpful to talk about the successes of the center; sharing success stories from youth who the center has benefited over time. By sharing stories of those who have been positively affected, it would provide credibility and a more positive spin onto the program. This will also require skills of envisioning the future, handle change well, and take risks. I think it is important to again engage in relationship building as discussed above, but also conducting ongoing reflection and knowing when to let go–some community members will never support the program and the work of the center and may not be worth the energy to try when that energy could go to other groups that could be swayed. This is important because we would not want to waste energy or fight a lost battle; ongoing reflection is necessary to this process and can help ensure resources are used strategically.
Burghardt, S., & Tolliver, W. (2009). Stories of transformative leadership in the human services : Why the glass is always full. California: SAGE Publications.
Cameron, K. S., Quinn, R. E., DeGraff, J. T., & Thakor, A. V. (2014). Competing values leadership (Second ed.). Cheltenham, UK;Northampton, MA;: Edward Elgar.
Is this the question you were looking for? Place your Order Here